July Guest Speakers
Dorothy Gerard & Brad Bingham
Governor Lowry has signed into law ESHB 2054, the civil service reform bill. A major component of that legislation establishes a separate personnel system for classified managers in state agencies. The new "Washington Management Service" (WMS) will be a significant change insofar as managerial employees are concerned. The implementation of the WMS is a major undertaking for state government. It will dramatically change personnel policies and procedures for classified managerial staff.
Dorothy Gerard, an Assistant Director with the Department of Personnel, will cover the major characteristics of the WMS, how the task of creating this new system will be done including the identification of its policies and procedures and what the term "broadbanding" means.
Dorothy has fifteen years of human resource experience, twelve with the HEPB and the last three with the Department of Personnel. She has worked heavily in state employee compensation and classification and was closely involved with the state's comparable worth lawsuit and subsequent implementation of comparable worth.
Governor Lowry requested the creation of the "RIF Transition Pool" intended to minimize the effects of staff reductions on state employees while meeting the agencies needs to fill vacant positions. This program seeks job matches for employees which will allow them to be retained in jobs similar to the type of job they have experience but in which they have not occupied a position.
Brad Bingham, a Personnel Services Supervisor with the Department of Personnel, will explain such items as, how the RIF Transition Pool fits into the scheme of present employment registers, how it is populated, its life and some of the rules for its use.
Brad has been with the Department of Personnel for six years, prior to which he had a number of years with the Department of Corrections and Natural Resources. He is currently responsible for the creation and utilization of the state hiring registers.
These are two new programs which managers will be required to understand and utilize in the near future. Dorothy and Brad will be prepared to respond to your questions and look forward to presenting their material on July 1st.
Leadership Challenges for the 90's and Beyond
Glen Hiemstra, President of Hiemstra International, has given IPMA permission to provide our readers the following article reprinted in its entirety from Thinking in the Future Tense. Glen will be a guest lecturer at FORUM '94.
The "next economy" is here. It is global, knowledge-intensive, fast-changing, and it requires high quality leadership and management. Following are 12 specific challenges for leaders in the 1990's and beyond.
-Sustaining Hope and Vision in the Midst of Turmoil: Jobless economic growth, companies disappearing, and increasing rapid product development cycles heighten uncertainty. Leaders must sustain hope and vision by calling attention to the possible, and by empowering people to see their own capacity.
-Leveraging Rapid Change: The game is not managing or coping with change. It is leveraging the rapid change all around us so that we move in preferred directions.
-Creating the Learning Organization: Organizations with people who learn continuously will do the best.
-Moving Beyond Continuous Quality to Sustained Innovation: Continuous improvement will matter more than ever, but continuous innovation in product and service will also be a competitive advantage.
-Managing Inter-connectedness: More stakeholders must be included in more decisions and old boundaries must be dissolved.
-Globalization of All Business: Of 3.9 million U.S. Businesses, only 105,000 export goods and services. This is not sufficient for a global age.
-Restructuring for the Long-Range and Global Quality Standards: Toyota reports 40,000 improvement suggestions per year. Sony has a 200-year vision. World consumers will expect the best quality, and it takes a long-range effort to produce to that standard.
-Re-Training for Knowledge-Based Work: Within a decade 40% of U.S. jobs may require scientific, technical, and/or advanced thinking skills. All jobs require the learning of new information. Today, we under-train our workers.
-Taking Seriously a Multi-Cultural Society: Leaders must step up to the challenge of creating a common culture of opportunity and success for all sectors of the society.
-Environmental Stewardship: Economic success and caring for the environment go hand-in-hand, and make good business besides. Only a sustainable economy makes sense.
-Expensive Mature Workers with Differing Expectations: Lots here. The first baby-boomers turn 50 years of age in 1996. From that moment on someone will turn 50 every eight seconds in the U.S. Even younger workers have differing expectations about family and work.
-Maintaining and Promoting Balance: Seeking balance in one's personal life is of increasing concern. Personal "mastery," or integrity is a discipline for the learning organization.
If you would like to subscribe to Thinking in the Future Tense send a check for $15.00 along with your name and address to:
PO Box 2349
Redmond, WA 98073-7189
Join us for Lunch
The July IPMA Luncheon will be:
Date: July 1, 1993
Time: 12:00 noon
Location: Urban Onion
Speakers: Dorothy Gerard &
Topic: Civil Service Reform
Dates to Remember
July 1 IPMA Luncheon
July 12 IPMA Board Meeting
Team Based Continuous Improvement
According to James A. Tompkins, Ph.D., President of Tompkins Associates, Inc., "Leadership is the ability to translate a vision into reality." He goes on to say there are ten characteristics of leadership. Key elements of his definitions are:
Vision: "The vision must be consistent for several years and must be understood by all."
Communication: "The difference between a dreamer and a leader is the ability to communicate the vision to others."
Urgency: "Leaders must ... take responsibility for moving the organization forward, now."
Hard Work: "Leaders must be willing to put in the extra time to not only do their jobs but to be sure others do as well."
Enthusiasm: "The leadership must accept the responsibility for creating the attitude of the organization".
Trust: "Leadership must trust people and be trustworthy."
Teamwork: "By definition, leaders require teams to translate visions into reality."
Attention to Detail: "Leaders will manage risk, plan details, plan contingencies and focus the teams' efforts on making things go well."
Learning: "Leaders must see mistakes as opportunities to learn and opportunities for people and teams to grow."
Persistence: "There will be setbacks. Leaders must stay the course, keep the vision in front of the people and instill confidence in the people to continue to continue."
Tompkins goes on to say "... it is the leader's job not only to present a vision for the organization but also the mission, the requirements of success, the enabling concepts and the evidence of success." These five elements form an organization's "Model of Success" according to Tompkins.
Excerpts taken form article title Team Based Continuous Improvement published in Job Shop Technology.
Imagination is more important than knowledge.
This is the final test of a gentleman: his respect for those who can be of no possible value to him.
-William Lyon Phelps
Choose a job you love, and you will never have to work a day in your life.
Check It Out
The following materials are available for loan to state employees by the Washington State Library.
The Credibility Factor: What Followers Expect From Leaders. 1990. 23 minutes. #VHS-2045
Bringing Out the Leader in You. 1990. 23 minutes. #VHS-1575
Call the State Library Media Center at 866-6000, ext. 6470 to make booking arrangements.